2. good team building
TRANSCRIPT
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TEAMBUILDING
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A. Principles of Effective Communication
1. What is communication? The transfer of intended meaning.
2. What is communicated? Ideas
Opinions Concepts Orders instructions
!eelings
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A. Principles of Effective Communication
". #ethods of communication. $er%al Written
&od' (anguage
E)ample *action or lac+ of action,
-. Causes of Communication Pro%lems
(ac+ of e'e contact
One/a' communication onl'
(ac+ of mutual understanding of goals or desired results
0ifferent frames of reference
!eelings
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A. Principles of Effective Communication
. 0efensive vs. upportive Climates.
Evaluation *3udging, implied *e)pression speech toneetc.,
Control evo+es resistance *perception of implied inade4uac', uperiorit' indicates un/illingness to cooperate
#anipulation causes feelings of resentment
0efensive Climate !actors
0escription vie/ speech as genuine re4uest for information.
Pro%lem orientation sho/ sincere desire to colla%orate Empath' sender identifies /ith receiver5s pro%lems
E4ualit' defensiveness reduced
Provisionalism sender communicates /illingness to %e fle)i%le
upportive Climate !actors
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A. Principles of Effective Communication
6. The Wa' to Effective #essages
Thin+ through /hat 'ou /ant to sa' %efore 'ou sa' it.
implif' 'our message.
&e specific7 don5t %eat around the %ush.
Tr' to %e as %rief as possi%le.
0on5t assume.
8evie/ important points.
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A. Principles of Effective Communication
9. Effective !eed%ac+ Techni4ues
!eed%ac+ is simpl' letting the spea+er +no/ 'ou are listening.
8espond /ith statements or 4uestions li+e:
- - You believe that. . . - - Are you saying that . . . (triggering phrases, not judgemental)
- - Youre concerned about . . .
- - ell me more. . .
-- !an you give me an e"ample# . . .
- - ell me in your o$n $ords . . .
As+ 4uestions - - %o$# &hat# &here# &ho# &hen# &hy#
%eed("$ is -ro("(+y the most under/used yet most%eed("$ is -ro("(+y the most under/used yet mostin ommuni"tion.in ommuni"tion.
;se
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A. Principles of Effective Communication
>. Avoiding $er%al Turnoffs
Certain responses come across as re3ection of another person5s thoughts or feelings. pea+er ma' %ecome defensive.
'reaching'reaching. . . . . . . . You should tae my advice. . .
*udging*udging. . . . . . . . . +ut youre $rong
utdoingutdoing. . . . . . . . . You thin you had it bad# +lah, blah, blah. . .
&ithdra$ing&ithdra$ing. . . . . . orget it
'atroni/ing'atroni/ing. . . . . . . . You dont really 0eel that $ay.
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A. Principles of Effective Communication
>. Avoiding $er%al Turnoffs
iller Phrases thro/ up road %loc+s to potential solutions.
When someone uses a +iller phrase the spea+er can onl':
!ight %ac+ and ho/ often is that productive?
Ignore it %ut the damage is done. it do/n and shut up and the idea dies.
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A. Principles of Effective Communication
@. e's to Effective (istening
The Bad Listener The Key The Good Listener
Continuall' interrupts. Stop Talkingives spea+ers time to sa' /hat
the' have to sa'.
Tunes out if deliver' is poor. Judge Content not
Delivery
Budges content s+ips over
deliver' errors.
Tends to enter into arguments. Hold Your Fire olds temper doesn5t 3ump toconclusions.
(istens onl' for facts. Listen for deas (istens for important themes.
Influenced %' /ho spea+er is. !ea"t to ideas# not
speaker$
ho/s little attention or fa+es it. Sho% nterest
Pa's attention to /hat spea+er
sa's not /ho the' are.
Activel' listens to understand
rather than onl' to repl'.
Is easil' distracted. !esist Distra"tions Avoids distraction +no/s ho/ toconcentrate.
ives no feed%ac+. &sks 'uestionsEncourages spea+er to develop
points further.
8eacts to emotional /ords. Keep an open (ind no/s loaded /ords and phrases%ut does not get hung up on them.
Remember: You cant listen if youre ta
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A. Principles of Effective Communication
1D. &asic Principles for uman 8elations
Create a supportive climate for all 'our interpersonal relationships.
) ) Take "onstru"tive approa"h
Avoid personal attac+s %' ta+ing a pro%lemoriented approach.
) ) *+,e"tively fo"us on the situation
8espect and enhance the selfesteem of others.
) ) -e"essary for "reating a supportive "li(ate
et the e)ample %' ta+ing constructive action at ever' opportunit'.
) ) Look for i(prove(ent opportunities and take a"tion$
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A. Principles of Effective Communication
11. Communication
Essential to team/or+ have a clear understanding of common targets.
&est tools for %uilding cooperative relationships %et/een emplo'ees.
$ital to the success of the compan'.
E)amples of effective communication:
Assisting the team leader in developing standardied /or+ instructions.
Communicating necessar' information %et/een team mem%ers.
Attending and participating in team meetings to continuousl' improve performance.
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A. Principles of Effective Communication
Team &uilding Part A Practice E)ercises
1. What is communication?
a. The transfer of meaning.
2. What is communicated? *circle, Fes or Go
a. Ideas Yes No b. Opinions Yes No
c. Concepts Yes No
d. Order, Instructions Yes No
e. Feelings Yes No
". Fou can communicate /ith %od' language. (circle) True !alse
-. Fou can cause communication pro%lems /ith lac+ of e'e contact. (circle) True !alse
. !ill in the %lan+s:a. is implied by epression, manner of speech, tone of !oice, or !erbal contact.
b. e!o"es resistance.
c. arouses feelings of inade#uacy.
d. ma"es people become resentful.
intended
.Co(plete all /0 1uestions ) then %e2ll "he"k ans%ers$3
Evaluation or 3udging
Control
uperiorit'
#anipulation
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A. Principles of Effective Communication
Team &uilding Part A Practice E)ercises
6. The listener should not vie/ speech as a genuine re4uest for information. *circle, True !alse
9. !eed%ac+ is responding /ith statements or 4uestions? *circle, True !alse
>. Fou are a %ad listener if 'ou tend to enter into arguments sho/ little attention and give no feed%ac+.
(circle) True !alse
1D. !ill in the %lan+s:
encourage the spea"er to say more about a problem.
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&. roup 0'namics and Interaction
1. Advantages of the Team Concept
Increased a/areness of the contri%ution and role of each mem%er.
reater commitment to the team tas+ %ecause of increased participation
and pride in team accomplishments.
Increase in cooperative attitude among mem%ers.
&etter 4ualit' decisions %ecause of increased mem%er input.
reater commitment to decision implementation.
#ore creative pro%lem solving.
Improved interpersonal relationships among mem%ers.
Improved communication in all directions
Increased efficienc' in 4uantit' and 4ualit' of /or+ accomplished.
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&. roup 0'namics and Interaction
2. Personal +ills for Wor+ing Together
eep an open mind so you "n go (eyond the o('ious.
Pursue ne/ ideas.Dont gi'e u- if # "t first# it "--e"rs the ide"
*ont *or$.
Treat ideas e4uall'.Do not try to "ssign " '"+ue to "+tern"ti'es *henthey "re suggested.
(oo+ for the most interesting aspectof e"h ide".
As+
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&. roup 0'namics and Interaction
Conflict 8esolution
0epending on ho/ it is managed conflict can have a positive or negative
effect on a team.
0isruptive conflict can slo/ or completel' stall productive team /or+.
;nderstanding /h' conflict occurs can help in %oth avoiding it and in dealing
/ith it /hen it happens. ;suall' the result of:
A lac+ of understanding of the other person5s vie/point.
Interpersonal resentment %et/een individuals.
A competitive /inHlose climate %et/een individual mem%ers.
Go constructive means of channeling it into deli%erations.
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&. roup 0'namics and Interaction
uidelines for 8esolving Conflict
Avoid personal attac+s %' ta+ing a pro%lemoriented approach.
0escri%e ho/ the conflict is affecting team performance.
chedule a 3oint meeting %et/een the involved parties.
Allo/ each person to o%3ectivel' state his or her vie/point.
Encourage each person to recognie that the pro%lem needs resolution.
Allo/ each person to provide input into possi%le solutions.
et agreement on /hat each person /ill do to resolve the conflict.
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&. roup 0'namics and Interaction
". Tuc+man #odel of Team (ife C'cle
Team gets ac4uainted
Introductions
hared e)periences
Personal Interests
Personal histories
!orming
Team defines the tas+H goal
Outcomes
E)planation of goals
Tas+s needed to %e done 8esources and support
Times lines
!re4uenc' of meetings
#em%ers are fle)i%le agreea%le %ut untrusting and
careful a%out /hat the' sa'. Go procedures for
/or+ing together.
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&. roup 0'namics and Interaction
". Tuc+man #odel of Team (ife C'cle
Team e)periences conflict a%out:
Team purpose
Team leadership
Tas+ assignments
Team operations
torming
torming characteristics
Communication %ecomes more honest.
0isagreements %ecome more fre4uent.
People differentiate their personal needs from those of the team. #orale dips as people %egin to thin+ the team /ill never
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&. roup 0'namics and Interaction
". Tuc+man #odel of Team (ife C'cle
Gegativit' Continual criticism of team activities.
!orms of torming
0issatisfaction /ith an'thing and ever'thing. Can lead to negativit' and other pro%lems.
ostilit' Can ta+e form of a person %eing aggressive
argumentative even threatening.
Crisis #ode Team operating st'le /here an'thing and ever'thing is a crisis. Team must come
together and honestl' confront the issues.
hooting 0o/n Ideas Common activit'. Can %e a sign of all the other forms.
Th"n$fu++y# storming mode is tem-or"ry
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&. roup 0'namics and Interaction
". Tuc+man #odel of Team (ife C'cle
roup has overcome differences and agreed
on ho/ it /ill operate.
Gorming
Team rules and norms esta%lished: o/ can the team e)ceed the
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&. roup 0'namics and Interaction
". Tuc+man #odel of Team (ife C'cle
Wor+ing to/ard the goal the team has
esta%lished. *effective efficient health',
Performing
Team has esta%lished its goals and rules.
Team has developed a /a' to approach and resolve conflict.
Team can identif' and solve pro%lems outside the group.
Ever'%od' +no/s their role /hat is e)pected of them and the 4ualit' of /or+ that must %e done.
Communication is free and effective.
Not "++ te"ms re"h this st"ge# (ut suess is s
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&. roup 0'namics and Interaction
Team &uilding Part & Practice E)ercises
1. Wor+ing in teams provides the organiation and its emplo'ees %oth tangi%le and intangi%le %enefits.
*circle, True !alse
2. Personal s+ills needed for /or+ing together are: *circle, Fes or Go
a. $eep a closed mind. Yes No
b. %ursue ne& ideas. Yes No c. Treat ideas e#ually. Yes No
d. 'oo" for the most interesting aspect. Yes No
e. s" silly #uestions. Yes No
f. $eep interrupting the other team members. Yes No
". When /or+ing /ith others 'ou should fre4uentl' as+: ?
-. Conflict %et/een individuals is usall' the result of a lac+ of understanding of the other person5s
vie/point. *circle, True !alse
2. What are Tuc+man5s four stages of the Team (ife C'cle?
a.
b.
c.
d.
Ho% do you kno%
For(ingStor(ing-or(ing4erfor(ing
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C. 'nergistics Concensus 0ecision #a+ing
1. 8ationale for Wor+er Involvement in Pro%lem olving
The
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C. 'nergistics Concensus 0ecision #a+ing
2. 'nergism
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C. 'nergistics Concensus 0ecision #a+ing
2. 'nergism
&uilding and #aintaining an Effective Team:
Create an environment /here people feel safe to spea+.
et mem%ers to agree to cooperate..
O%tain a commitment from each mem%er.
Allo/ the tas+ rather than people to dictate procedures.
When differences arise forge a compromise.
&e alert for opportunities to help the group succeed.
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C. 'nergistics Concensus 0ecision #a+ing
2. 'nergism
Constructive Conflict:Constructive Conflict:
Conflict properl' managed can have a constructive effect on team function.
Conditions (eading To Constructive Conflict:
roup ac4uires methods of managing conflict effectivel'.
#em%ers are committed to team goals.
#em%ers are open to differing opinions.
0isagreements are confined to issues not personalities.
Positive Effects:
Increased group cohesion
#em%ers can trust each other.
Pride shared %' all.
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C. 'nergistics Concensus 0ecision #a+ing
Team &uilding Part C Practice E)ercises
1. True or !alse:
The /or+er team is in the most advantageous position for fact finding
%ecause its sheer num%ers help in fact finding.
2.True or !alse:
'nergism is the ultimate goal of group decision ma+ing.
".True or !alse:
One of the pro%lems a team ma' encounter is
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0. Characteristics of a Team
* Teams set clear and important goals.
* Team structure is result driven.
* #em%ers are competent and committed.
* #em%ers colla%orate freel'.
* Teams have principled leadership.
* (eadership responsi%ilit' is shared.
* Team is collectivel' stronger than the individual.
* Teams /or+ /ith other groups and s'stems.
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0. Characteristics of a Team
* #em%ers tal+ a%out and agree upon ho/ the team /ill operate.
* oals esta%lished %' Arvin #eritor are discussed and the team plans.
on ho/ to meet them.
* #em%ers can e)press their feelings and ideas.
* &oundaries are identified and discussed.
* 0isagreements are constructivel' addressed.
* Ever'%od' contri%utes to the /or+ of the team.
* People are responsi%le for leading /hen needed7 people follo/ in
support of the leader.
1. Effective Teams
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Team &uilding Part 0 Practice E)ercisesTeam &uilding Part 0 Practice E)ercises
1. Teams do not set goals. True or !alse
2. #em%ers are competent and committed. True or !alse
". Teams do not /or+ /ith other teams in the manufacturing process. True or
!alse-. A good team mem%er is one /ho ta+es the lead. True or !alse
. Effective teams tal+ a%out and agree upon ho/ the team /ill operate. True
or !alse
6. Effective team mem%ers can e)press their feelings as /ell as their ideas.
True or !alse
9. Effective team mem%ers do not contri%ute to the /or+ of the team. True or
!alse
>. People are responsi%le for leading /hen needed7 people follo/ in support
of the leader. True or !alse